Coaching as a tool for performance management : a case study at Company X
Leikomaa, Tommi (2016)
Leikomaa, Tommi
Tampereen ammattikorkeakoulu
2016
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016121320276
https://urn.fi/URN:NBN:fi:amk-2016121320276
Tiivistelmä
This thesis was commissioned by Company X to find insights on using coaching for managing performance.
To answer the research questions (1) “Is coaching the way of the future in performance management at Company X?” and (2) “How can coaching be used effectively to moni- tor performance at Company X?”, a literature review was done on both main subject areas: coaching and performance management. This formed the theoretical framework for the thesis. In addition, six semi-structured qualitative interviews were conducted on a heterogeneous, purposeful sample. The results from these interviews were reflected against the theoretical framework and subjected to analytic induction.
The main theme emerging from the results was the importance of organisational support in enabling quality coaching conversations in the regular one-to-one meetings. Secondary themes included expanding coaching from individual level to team level, and dealing with resistance towards coaching.
Addressing the first theme, a recommendation to improve the organisational support was made. This recommendation was based on both the theoretical framework and the research findings.
To answer the research questions (1) “Is coaching the way of the future in performance management at Company X?” and (2) “How can coaching be used effectively to moni- tor performance at Company X?”, a literature review was done on both main subject areas: coaching and performance management. This formed the theoretical framework for the thesis. In addition, six semi-structured qualitative interviews were conducted on a heterogeneous, purposeful sample. The results from these interviews were reflected against the theoretical framework and subjected to analytic induction.
The main theme emerging from the results was the importance of organisational support in enabling quality coaching conversations in the regular one-to-one meetings. Secondary themes included expanding coaching from individual level to team level, and dealing with resistance towards coaching.
Addressing the first theme, a recommendation to improve the organisational support was made. This recommendation was based on both the theoretical framework and the research findings.